Free 2025 Senior Certified Professional SHRM-SCP dumps are available by ValidBraindumps [Q24-Q45]

QUESTION 24
To find further cost savings, the VP of HR wants to eliminate the benefits and perquisites that employees rarely use. The company has not been tracking usage dat a. How should she go about determining which ones are underutilized?

Conduct a company-wide employee survey.

Conduct interviews with individual employees.

Review statistical data on what company benefits employees generally use and do not use.

Review stay and exit interviews to determine which benefits are most frequently andinfrequently mentioned.

QUESTION 25
What metric would you use to either verify the CFO’s concerns or prove that the career fairs are worth the expense?

Cost per hire

Cost per candidate by source

Source of hire

Applicants per opening

QUESTION 26
An oil and gas company that operates globally signs an agreement to shift the operations part of the business to another organization. As a result, the company must lay off several employees. Some of the employees that must be laid off are working at headquarters while others are currently assigned to another country to support operations in the field. An HR director is tasked with developing a plan for communicating and executing the layoffs.
What should the HR director do to ensure that there is a successful transfer of knowledge from the displaced employees to those who will be retained after the layoffs?

Require the displaced employees to sign a contract that affirms that they will stay with the company during the transition.

Tell the displaced employees that helping with the transition will provide more time to find a job while still receiving compensation.

Explain to the displaced employees that they will be provided with a favorable reference in exchange for their cooperation.

Tell the displaced employees that they will be offered training and job placement services if they help with the transition.

QUESTION 27
How would you describe the likely culture of the company and its employees?

High performing-employees wanting to prove the CEO wrong by doing their best work

Tight-knit-employees commiserate about their experiences with the CEO

Fear based with minimal contribution from employees

Competitive among employees with a cutthroat mentality

QUESTION 28
An HR director wants to show the leadership team how HR promotes the goals and values of the organization.
Which would be the most effective strategy to demonstrate this?

Show the turnover rate of employees over the past year.

Create an organizational chart identifying key HR roles.

Report the number of hires the HR department achieved in the last quarter.

Develop an HR mission statement that mirrors that of the company.

QUESTION 29
Which of the following DE&I tools would be most effective at creating a sense of belonging for employees of a diverse workforce who are spread across the country?

Employee surveys

Unconscious bias training

Employee resource groups

Per formative ally ship

QUESTION 30
The new HR manager spends time observing different employees to learn about the business. He notices that the maintenance supervisor, who is the CEO’s cousin, appears unqualified when working on a defective fridge. When talking to the maintenance supervisor, the HR manager finds out that he has no training in performing the work required by his position. He further hears other employees saying that the maintenance supervisor of ten calls in favors from friends when he cannot complete the job himself. The HR manager is concerned about the maintenance supervisor’s performance but also knows that he is close to the CEO. The CEO does not like to hear his family members being criticized. What should the HR manager do?

He should give the CEO a hint to observe the maintenance supervisor,s work himself.

Because the maintenance department and the HR department are separate from each other,the HR manager does not need to act.

He should conduct an investigation to find out how the maintenance supervisor got hisposition without having the necessary qualifications for it.

He should inform the CEO of his findings and concerns.

QUESTION 31
An HR director is hired to address the executive team’s concerns about negative workplace culture and its impact on financial performance. During an initial investigation the HR director discovers that the two division directors often fail to communicate with each other and their employees. Each division maintains separate workplace policies, and the workspaces for the divisions are spread out across multiple floors. For employee management, the director of the client services division is assisted by a small HR team. The director of operations does not work with the HR team and instead uses company funds to seek employee management advice from an executive coach, who has no official coaching training. The HR director suspects facilitating change at the company will be challenging because engagement data indicates many employees distrust the company’s leadership and HR.
Which action should the HR director take to improve the flow of information throughout the company?

Ask the division directors to align the workplace policies across their divisions.

Increase the company’s social media presence by promoting employee participation.

Develop a quarterly newsletter to share information about major company updates.

Share information across multiple technology platforms to increase the likelihood that employees read the updates

QUESTION 32
Which is a component of a total rewards system?

Company profitability

Organization reputation

Career development

Agile IT systems

QUESTION 33
The CHRO asks the HR manager to work together with the marketing manager on one aspect of the new recruiting website. The HR manager is from New York, direct, task- focused, and efficient. The marketing manager is from Peru, creative, relationship-oriented, and enthusiastic. They set up a meeting to discuss the project, but are both frustrated afterward. The HR manager feels like they did not make any progress and wasted time. The marketing manager is of fended by his harsh tone and feels like he does not like her. After a couple of meetings with no success but growing frustration on both sides, the HR manager seeks the advice of the CHRO. What should she do?

Break up the project. The HR manager and marketing manager will each work on oneaspect of the website without having to collaborate.

Inform both parties that even though they are not friends, they are still expected to worktogether prof essionally and complete the assigned project.

Sit in on their next meeting and mediate between the parties by having each of themexplain the others perspective.

Explain to the HR manager that this behavior is unacceptable. In his position, he needs toshow more cultural sensitivity.

QUESTION 34
A former assistant manager was promoted to lead his own department. One of his first goals is to get to know his team and find out ways to motivate individual employees. What can the manager do to motivate one of his employees who he regards as affiliation-oriented?

Create a flexible work environment.

Create an innovative work environment.

Create a competitive work environment.

Create a collaborative work environment.

QUESTION 35
When preparing to make an of fer to a candidate, recruiters must consider several factors before deciding how much to of fer within the applicable pay scale. What factors should NOT be considered?

The candidate,s expectations

Internal equity-how much the other incumbents are being paid for the same job

The candidate,s current compensation

The candidate,s potential commute

QUESTION 36
A multinational manufacturing firm recently experienced a series of product line defects and supply chain shortages. At the request of the chief operating officer (COO), the firm hires a new VP of operations who worked for the COO at another company for many years. The VP is well known for achieving results quickly and efficiently. During a conference call with the COO and all operations managers, the new VP begins making angry remarks toward the managers because the VP believes they are not responding quickly to questions about the recent problems. When the managers speak the VP responds by criticizing them and speaking with a loud aggressive tone of voice. The COO advises the VP to focus on identifying the root cause of the problem rather than criticizing the managers. In response, the VP accuses the COO of being too lenient on the managers during a period of crisis that requires quick and deliberate action. After the meeting, the managers send a formal letter to the firm’s regional HR director describing the VP’s behavior and requesting an immediate response.
The regional HR director discovers that the VP’s onboarding process was shortened because the firm needed the VP to oversee multiple high-visibility initiatives. What should the regional HR director do to ensure the VP understands the business impact of the company’s leadership and culture standards?

Meet with the VP to review the alignment between the company’s standards and the VP’s strategic goals.

Ask the VP to provide a detailed summary of the VP’s short-term and long-term goals for improving leadership and culture.

Oversee the onboarding process to ensure the VP completes the remaining activities before taking any additional assignments.

Send the VP a brief narrative summary of the company’s leadership and culture standards.

QUESTION 37
Best practice for initial completion of the US Citizen and Immigration Services (USCIS) Form 1-9 does NOT include that

the employee may use a translator for purposes of completing the form.

the employee should fill out the form no later than the first day of work.

the employer must review the original documentation supplied by the employee.

the employer may specify that the employee should supply a passport to verify identify.

QUESTION 38
The senior management team agrees that one of the steps to address the performance issues is to update their current performance management system, which is based on annual reviews. The CEO tasks the HR manager with developing a new performance management system based on continuous feedback and regular check-ins with the employees. What is the first step that the HR manager should take?

Conduct a company-wide employee opinion survey to determine the reason(s) behind the junior developers, low performance.

Meet with the project directors to develop an understanding of what improvements they want to see as a result of the new performance management system.

Develop a thorough communication plan to inform all employees of the upcoming changes to the performance management system.

Gather data, including the projected return on investment, to demonstrate the value of rolling out a new performance management system.

QUESTION 39
401(k) plan auto-enrollment for new hires

is not legal.

is not advisable from an employee relations standpoint; employees tend to feel deceived.

is a requirement of most retirement plans.

is a great boost participation and encourage financial responsibility among employees.

QUESTION 40
An HR business partner (HRBP) in a large organization has recently been dealing with various issues with the chief human resource officer (CHRO). The HRBP reports to the CHRO. The CHRO does not consistently and clearly communicate information regarding business and strategic issues to the HRBP. The lack of communication has been presenting problems, as the HRBP’s internal clients look to the HRBP for information and guidance on all HR topics and initiatives. As a result, the HRBP is often uninformed and unable to assist the clients. The lack of communication and transparency by the CHRO has been negatively impacting the HRBP and the HRBP’s clients. The HRBP spends a lot of time trying to get information and often is unprepared to address client issues. In some cases, clients have received HR-related information ahead of the HRBP. Unfortunately, the CHRO has operated in this manner for years, with HR employees often feeling isolated from information and not feeling like they are part of a coherent unit. Despite this, the CHRO has expressed to the HRBP a belief that they have a very effective working relationship with one another.
The HRBP recognizes that internal clients are frustrated by the HRBP’s inability to assist with issues. The HRBP is concerned internal clients are losing trust in the HR function. What should the HRBP do to address this, given that the HRBP is still trying to address the CHRO’s poor communication?

Send each client an email accepting full responsibility for the problems and promising to improve.

Meet with each client individually to discuss what each client would like the HRBP to do to improve.

Ask the CHRO to meet with each client to explain the reason for the frequent miscommunication.

Conduct a survey of internal clients to measure the level of trust in the HR function.

QUESTION 41
During a workforce audit, an HR mobility leader discovers several expatriates who are not part of the organization’s global mobility program. Which is the first step the HR leader should take in response to this discovery?

Determine if the organization is liable for possible immigration violations of these workers.

Adopt a process to track worker movement across geographies in line with immigration and tax rules.

Alert leadership that the organization may be in violation of statutory compliance.

Push for the adoption of online platforms to better integrate data of the mobile workforce.

QUESTION 42
Consider the chart below detailing the number of employees who participated in the training series stratified by organizational function.

Which of the following conclusions would be most appropriate to draw from the available data?

The loan of thers are the likely root cause of the discriminatory behaviors and sentimentwithin the organization.

Current and future DE&I programs and policies will likely benefit from stronger leadershipbuy-in.

The strategy used to achieve the accounting specialists, participation rates should beduplicated for underperforming groups.

The unconscious bias training was most effective among the teams with fewer employees.

QUESTION 43
What was the court ruling in Lechmere, Inc. v. NLBR?

If an employee misses time worked due to union-related activities, the company cannothold it against him in his attendance record.

A company does not have to allow union representatives to campaign on company property if they are not employed by the company.

A company is allowed to continue business operations during a strike by hiring newemployees or temporary workers.

Employees have the right to bring a third person into the room if they are being questionedas part of an investigation.

QUESTION 44
They are discussing ways to implement the changes successfully. What is the first thing that they should do?

Communicate a clear vision to the workforce,

Encourage employees to take action.

Behave with urgency on a daily basis.

Ask the workforce for feedback on the proposed changes.

QUESTION 45
A company is looking to launch an employee volunteer program as a creative recruiting tool. Which benefit should the HR director stress when creating a business case for this program?

Goodwill

Present benefits

Future benefits

Philanthropy